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目前我县供销社系统零售柜组推行的经营责任制考核形式主要有:联利计奖,联销计奖,销售利润双挂钩计奖等。这些考核形式在不同程度上调动了职工的积极性,但也存在着某些薄弱环节和弊病。就考核方法而言,考核指标过于单一,不利于提高柜组以至企业的综合管理水平;就奖金分配而言,柜组实现的经营成果与职工付出的劳动量没有成比例增减,不能体现按劳分配的原则,摆正三者的关系;就服务效益而言,较难避免利大大干,无利不干现象,不利于提高服务质量。
At present, our county supply and marketing cooperative system retail cabinet group implementation of the management responsibility system mainly in the form of assessment: Lianli total award, the joint sales award, sales profit double hook prize. These assessment forms have mobilized the enthusiasm of staff to varying degrees, but there are also some weak links and drawbacks. As far as assessment methods are concerned, the assessment indicators are too single, which is not conducive to improving the overall management level of the cabinet and enterprises. In terms of bonus distribution, the operating results achieved by the cabinet group are not increased or decreased in proportion to the amount of labor paid by employees, The principle of distribution of labor and putting the relationship among the three right is not conducive to improving the quality of service in terms of service efficiency.